Adapting to Change: Managing Changing Project Requirements
- Riann Smith
- Mar 3
- 3 min read
Updated: Mar 4
In an ideal world, every project would begin with fully defined requirements, a clear scope, and a predictable timeline. But in reality, projects - especially digital transformation initiatives or initiatives capitalising on an emerging market - are often subject to evolving business needs, regulatory shifts, and technical discoveries that demand adjustments along the way. The question is: when do you hold the line and freeze requirements, and when do you embrace flexibility to drive the best outcome?
Through experience, I’ve found that sometimes stopping the project to settle all requirements is the right approach. Other times, being flexible - particularly with a client who is willing to be flexible in return - cements a healthy relationship, builds trust, and ultimately delivers value faster. So, here is my advice on managing changing project requirements
The MVP Mindset: Prioritisation Over Perfection
A key strategy for managing fluctuating objectives is adopting a Minimum Viable Product (MVP) approach. Rather than aiming for a “perfect” final product from the outset, an MVP mindset focuses on delivering a core, functional solution first- one that meets essential business needs while leaving room for iteration and improvement.
In a recent project for a financial service client, my team and I faced evolving business needs that changed how we thought about the timeline of the project a number of times. Instead of fighting against the changes, we restructured the project roadmap:
Defined the MVP: Identified the absolute must-haves for initial launch.
Agreed on Flexibility: Established a budget and timeline that allowed for adaptability rather than rigidity.
Created a Phase 2 Backlog: Deferred lower-priority features to a later phase, re-evaluating them post-MVP go-live.
Maintained Honest Conversations: Set clear expectations about what was possible within constraints and what trade-offs needed to be made.
By taking this approach, we revised how we defined scope creep, we kept stakeholders engaged and confident in the project’s progress.
Budget, Timelines, and Trust: A Balancing Act
Flexibility does not mean chaos. It means setting boundaries within which change can be managed effectively. The best outcomes happen when both the delivery team and the client recognise that adjustments are inevitable - and plan for them accordingly. This meant the client project team managing internal expectations as new requirements emerged, while we worked as directly as possible with other crucial teams in CRM / customer data architecture, Business Analysis, Regulation and QA.
Some clients may insist on locking down every detail upfront, but in many cases, a rigid scope creates more problems than it solves. If a client is open to iterative development, agreeing on budgetary and timeline flexibility allows the project to adapt naturally. This means:
Building contingency into budgets to accommodate necessary pivots including keeping the defined scope associated withe the budget necessarily loosely defined.
Structuring timelines with review points, so changes can be assessed methodically rather than causing disruption.
Encouraging open dialogue about priorities, so essential features are protected while nice-to-haves can be reassessed.
When this level of transparency is built into the working relationship, it fosters trust - something that is just as valuable as the end product itself.
Asking the Right Questions: The Power of Experience
One of the most crucial aspects of managing evolving requirements is knowing what questions to ask. Understanding what is truly essential versus what is merely desirable is key to making informed decisions.
Throughout my career, I’ve found that clients can struggle to differentiate between needs and wants, especially when exploring new functionality and there are different business stakeholders involved. It’s the job of an experienced project manager to guide these discussions by asking:
What business problem are we solving?
What will happen if this feature isn’t included in the MVP?
Is there a workaround that achieves the same goal without adding complexity?
How will this decision impact user experience and operational efficiency?
By leading these conversations, I help teams focus on what truly matters, ensuring that projects remain strategic rather than reactive.
Delivering Value Over Delivering Features
At the heart of any successful project is a shared commitment to delivering value, not just delivering features. Whether that means stopping to realign priorities or flexibly iterating in response to change, the right approach depends on the project, the client, and the ultimate goals.
By balancing structure with adaptability, maintaining transparency, and focusing on MVP principles, we can ensure that fluctuating objectives don’t derail progress - but instead, become opportunities to create even better outcomes.